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Quality managers, from functional specialist to internal consultant

Quality managers, from functional specialist to internal consultant Quality managers must be seen to support directly the primary aims of the business. This means that they can no longer impose change plans on the business, but rather they have to persuade and facilitate change. This requires skills that are inherent in the consulting process. Identifies the key skills in this process which are based on the seven‐stage consulting process model. Briefly discusses this model and concludes by including a contact address for anyone who wishes to develop the skills highlighted in the process. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Training for Quality Emerald Publishing

Quality managers, from functional specialist to internal consultant

Training for Quality , Volume 3 (2): 2 – Jun 1, 1995

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Publisher
Emerald Publishing
Copyright
Copyright © 1995 MCB UP Ltd. All rights reserved.
ISSN
0968-4875
DOI
10.1108/09684879510087521
Publisher site
See Article on Publisher Site

Abstract

Quality managers must be seen to support directly the primary aims of the business. This means that they can no longer impose change plans on the business, but rather they have to persuade and facilitate change. This requires skills that are inherent in the consulting process. Identifies the key skills in this process which are based on the seven‐stage consulting process model. Briefly discusses this model and concludes by including a contact address for anyone who wishes to develop the skills highlighted in the process.

Journal

Training for QualityEmerald Publishing

Published: Jun 1, 1995

Keywords: Management consultants; Organizational change; Skills

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